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Hello, I will need help with a case study for my facility management class. Please choose ONE of the case studies attached and complete it. This needs to be in Times New Roman, 12 font, and double-spaced. Make sure that you have a reference page. Minimum of 5 pages. I will provide rubric later.
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Chapter 10: Volunteer Expectations – Case Study
Sarah is the volunteer coordinator for a large, non-profit, multi-purpose sport facility called VOLSports, which hosts local,
regional, and national sports events. The facility is very dependent on volunteer workers for both its day-to-day operations and
for the running of events. In order to manage this dependence on volunteers, VOLSports recruits its volunteers from a wide
range of sources. Within the volunteer pool are local residents with professional backgrounds who see the facility as a tool for
economic development and want to help it to be successful, local retirees who see the volunteering opportunity as an avenue to
socialize and meet new people, students from local colleges and universities who volunteer at VOLSports to gain experience and
network and volunteers who want to give back to the sport that they played in their youth. Most VOLSports volunteers have
been there for numerous years. As a facility/organization that is dependent on the contribution of volunteers, it is Sarah’s job, as
the volunteer coordinator, to understand volunteer motivations and try to manage their expectations and satisfaction. One of the
policies that Sarah has put in place in a seniority-based job selection process. In other words, the longer serving volunteers have
first choice at the jobs they do. The introduction of the seniority-based selection system was put in place to address previously
low levels of volunteer satisfaction survey that Sarah sent to volunteers showed that volunteers with over one year of service to
VOLSports felt that the policy demonstrated appreciation of service. This perceived appreciation gave senior volunteers a higher
level of commitment to VOLSports.
During events, one of the important tasks that volunteers fulfill is working in the parking lot, taking fees, and directing traffic.
Overall, the parking system works but tends to get congested and unruly at times. Stuart is a new volunteer who has worked at
VOLSports three times. Stuart is a Police Captain in the neighboring town and has over 20 years’ experience and extensive
training in traffic management. However, even though Stuart has requested to work parking lot duty, Sarah is yet to place him
there because all of the parking lot jobs are taken. She places Stuart at the information desk. After his second shift at the
information desk, Stuart becomes frustrated and lets Sarah know that they are not using his skills to improve the facility and that
he feels like he is wasting his time sitting at the information desk. He has ideas to make the parking lot flow better and wants to
be part of the “parking lot crew.” He states that if he continues to be placed at the information desk, he will stop volunteering.
As the volunteer coordinator, Sarah is faced with a dilemma. If she does not address Stuart’s concerns, she not only risks losing
him as a volunteer but he, as a local volunteer, may have had a negative experience. If she circumvents the seniority system and
allows Stuart to work in the parking lot, she risks upsetting numerous volunteers and unsettling the job selection process. The
result of the latter could be catastrophic from a volunteer management and retention standpoint.
1.
2.
3.
What suggestions would you give to Sarah when it comes to dealing with Stuart?
Where do you think the flaw in the VOLSports volunteer job selection system is? How would you change it?
Why is understanding volunteer motivations and expectations so important to volunteer coordinators?
Chapter 7: Creating an Experience: A Glance at the Red Bull 400 – Case Study
The Red Bull brand has both sponsored and created sport events, from Formula 1, surfing, surf and rescue, archery, and
skateboarding to soapbox race, standup paddling, and mountain running. The Red Bull 400 Park City is an annual event where
athletes run 400m up a 134m hill, climbing 2,126m in altitude. With an incline of 35 degrees, this challenge is not for the fainthearted. In 2018, the event was in its fourth year and gaining in popularity. The work record for the men stands at 3m 59s and
for the women at 4m 39s.
As an event director, you have just won a bid to host a new Red Bull 400 event on Keystone Mountain in Silverthorne, Colorado.
For this inaugural event, your main goal is to create an experience that you key stakeholders will never forget. You have three
main objectives for this even: (1) to create a sense of celebration with multiple points for socialization among the event patrons,
(2) to create a memorable experience that encourages event attendees to return annually for the event, and (3) to increase the
length of stay in Silverthorne. The local government in Silverthorne is interested in offsetting the effects of seasonality during
the summer, so they are encouraged by your proposal to extend the amount of time that visitors stay in the area. You should
assume that you found a point on the mountain that equals that of the course in Park City UT.
Using what you just learned in the chapter about designing events that inspire memorable experiences, develop a design plan for
your event. Be sure to consider the following:
1.
2.
3.
4.
5.
What is your event concept, keeping in mind Red Bull’s brand image?
a. How do you use this concept to them your event?
b. How do you create an atmosphere that leaves a meaningful experience?
Who are the key stakeholders?
a. How might their needs differ in a way that could affect their experience?
b. Will these needs influence your concept/theme as described in Question 1?
What aspects of the setting and environment could be incorporated into your theme and design concept?
How would you create your liminoid zone?
When there are multiple races in one event, how do you tie these races together over the multiday event to drive
interest, spending, and length of stay among your attendees?
Resources for Case Study: http://www.silverthorne.org; https://www.redbull.com/us-en/events/rb400-park-city
Readings for Case Study: Petterson, R., & Getz, D. (2009). Event experiences in time and space: A study of visitors to the
2007 World Alpine Ski Championships in Are, Sweden. Scandinavian Journal of Hospitality and Toursim, 9, 308-326
Chapter 8: If You Build It, Will They Came? – Case Study
Contrary to popular belief, “they” do not come simply because you’ve built a facility and/or created a new event. It takes a
strong feasibility study, informative market research, and a well-developed marketing strategy and plan to get “them” to the
facility and/or event. One area communities see as potential growth for the community is investing in the youth sport tourism
sector. In 2014, Westfield, Indiana, a small community with the population of 30,000 opened a 400-acre, $49 million sports
complex in the hopes of improving tourism. It worked. In 2016, the facility brought in 1.5 million visitors and $162.6 million to
local businesses. However, many warn that the pace of development across the United States is so high that many in the industry
fear that there will be an excess of facilities and oversaturation of events (US News, 2017). The Vadnais Sports Center in the
Twin Cities, Minnesota area is a classic example of the, if we build it, they will come mentality that utterly failed. The facility
was built in 2010 through the support of $26 million in revenue bonds issued by Vadnais Heights on behalf of the nonprofit
group Community Facility Partners (Anderson, 2014). After poor revenue projections and growth through rentals, the city found
itself covering shortfalls of hundreds of thousands of dollars (PRWeb.com, 2014). In 2013, the facility was put up for sale after
Community Facility Partners defaulted on the bonds when the city stopped financial support (Anderson, 2014). In the spring of
2014, Ramsay County signed a letter of intent to buy the facility for $10.5 million.
Some communities have pushed back and the residents have voted down referendums that would require their tax dollars be
spend on multi-million dollar venues for children. Many do not agree that public funds should support the development of
venues that might not directly benefit the rest of the community; especially if the venue fails to produce the projected economic
benefits.
Suppose your community has decided to build a multi-million dollar facility for youth sport tournaments. The first order of
business for your organization is to develop a strong feasibility plan and then a marketing strategy to ensure that this facility is
profitable over time. Before you can do this, however, you need information in order to develop the strongest plan possible.
Answer the following questions:
1.
2.
3.
4.
5.
What is the mission and vision for this facility? How will your mission and vision differ from other youth sport
venues? What will set your facility apart from the competition?
Conduct a feasibility study. Based on what you’ve learned in other chapters, what resources will be necessary? What
information do you need before you can even break ground on this project? What will be the deciding factors to “green
light” the project? What might you still need to know in order to ensure that this facility will be profitable?
What goals and objectives would you set for years 1, 2, and 3, respectively?
What is your overall strategy for the facility?
Develop a marketing plan based on the information that you have collected in questions 1 to 4.
Chapter 9: Creating a Consumer Profile– Case Study
Marketers understand that ingrained consumer behavior cannot be change overnight, but niches can be created and developed to
drive change. One such example is the Mud and Chocolate half marathon (www.mudandchocolate.com), in which the motto is,
“if you love running and you love chocolate, these races are for you.” Based in Seattle, the event takes athletes on a muddy trail
running course with aid stations stocked with chocolate. All finishers receive a chocolate medal, Seattle Chocolate bar, and enjoy
treats at our chocolate finisher’s table, CHOCOMANIA!
You have just been hired as the new marketing director for Mud & Chocolate, and you have been tasked with developing more
events across the United States as part of an expansion effort. To do so, you were instructed to develop a consumer profile for
your supervisor. Specifically, she asked you to research and document the demographics and psychographics for trail runners
and other runners who might be interested in longer distance “fun runs.” To help guide you through the process, answer the
following questions:
1.
2.
3.
Based on the profiles that you have developed for each of these runner types, how do these running consumers differ?
How are they similar?
How might you attract an athlete who identifies with and is highly involved in other running or endurance events to try
this event?
Develop a brief plan that details the data you collected and recommendations to attract new athletes to the sport.
Case resource: Mud and Chocolate Half Marathon and 4.5 Mile Run – https://www.mudandchocolate.com/
Chapter 11: Analyzing Sport Organization Social Media Presence as an Extension of Customer Service – Case Study
As a way to extend themselves to their fans, sport organizations have embraced the splendor of social media and its wide-ranging
power to deliver information and interactive content to those who follow them. Sport organization social media channels
(Facebook, Twitter, Instagram, Snapchat, etc.) are often their window to the public. These portals contain information about the
team, its upcoming contests, various team and league initiatives/hashtags, and fan-specific information such as promotions and
giveaways, among other items. A poorly designed social media portal can sometimes be the difference between patronage and
spending one’s money elsewhere – in the same way that a poor interaction with a customer service representative can turn an
individual away from a company. Because many sport fans cannot directly interact with their favorite sports team and their
personnel, these portals are typically the best way to gather important information in a cone-stop-shop setting. What basic
information and news do you think should be communicated on these organizational platforms in order to satisfy a customer
looking for information or interaction? Would you consider responses from the organization’s social media platforms to be equal
to a face-to-face response? How might these two types of responses be the same or different?
Before you begin, take some time to analyze the social media portals of the St. Louis Cardinals of Major League Baseball and the
Gateway Grizzlies of the independent Frontier League. While exploring these social media portals, take special not of elements
attributable to the core product and the peripheral product. What are the pros and cons of each portal? Does one seem better
maintained than the other (more staff, better content, more resources), or are they relatively equal? Assuming that the portals are
your only way to engage with the team, what are some elements contained within the portals to give you a realistic understanding
of what you will encounter once you arrive at the respective stadiums? Do the portals offer the ability to communicate with a
customer service representative? If so, which platform(s) are the most effective for customer-service interaction?
Once you have taken some time to arrange your notes, refer to the information regarding the SEQSS (game quality, augmented
services, interaction quality, outcome quality, and physical environment quality). How well do the two highlighted social media
platforms measure up to the SEQSS? Are any elements of the measurement tool difficult to assess based on the remote nature of
the organizational portals? Does there need to be a specific tool to help measure the customer service efforts of sport
organizations? How would you revise the SEQSS to better assess sport websites for their customer service qualities?
Once you have analyzed the websites with the SEQSS, answer the following questions:
1.
2.
3.
What recommendations would you deliver to the Cardinals and Grizzlies to help improve their social media
customer service?
Should teams even worry about how complete (or incomplete) their social media portals are?
Upon making your recommendations, how would you convince these teams (the “so-what?!” factor) that
social media customer service is integral to their business operations?
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